Implementing Effective Knowledge Management in International Construction Projects by Eliminating Knowledge Hiding
Publication: Journal of Construction Engineering and Management
Volume 150, Issue 8
Abstract
Effective knowledge management (KM) and knowledge sharing (KS) are critical for the success of international construction projects (ICPs), but they are often hindered by knowledge-hiding (KH) behavior. This study examines the complex and multifaceted factors that affect KH in ICPs, informed by role identity theory (RIT) and social exchange theory (SET). In particular, we investigate how ethnic minorities (EMs), contingent workers (CWs), and interpersonal justice (IJ) influence KH in these projects. Using structural equation modeling (SEM) and artificial neural networks (ANNs), we reveal the significant effects of EMs and CWs on KH and the partial mediation of IJ between EMs and KH. We also find that control variables such as gender and age have significant impacts on KH. The findings underscore the pivotal role of inclusive practices in mitigating KH and enhancing KM in ICPs. This research provides actionable insights for creating a transparent and inclusive knowledge-sharing culture in multicultural project teams, which contributes to improved project outcomes and organizational success. This study also paves the way for future research on power asymmetries, contextual factors, and the influence of organizational cultures, leadership styles, and team dynamics on KM in ICPs.
Practical Applications
To address the challenges of knowledge hiding in international construction projects, this study proposes a comprehensive strategy for effective knowledge management in international construction projects, based on established research and best practices. The strategy is designed to fit the unique dynamics of international construction projects and includes the following components: (1) implementing a knowledge-sharing framework that values the contributions of each team member, regardless of their demographic backgrounds; (2) supporting leadership with a focus on inclusivity and equity, and a reward system acknowledging knowledge-sharing efforts irrespective of demographic backgrounds; (3) investing in construction-specific knowledge-sharing technologies that are accessible to all team members; (4) fostering inclusive communities of practice and incorporating performance metrics for inclusive knowledge sharing; and (5) encouraging open communication, developing knowledge transfer plans, and ensuring continuous improvement in overall knowledge management. This multifaceted approach aims to create a transparent and inclusive culture of knowledge sharing in international construction projects, which contributes to improved project outcomes and organizational success.
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Data Availability Statement
Data generated or analyzed during the study are available from the corresponding author upon request.
Acknowledgments
This work was supported by the National Natural Science Foundation of China (Grant Nos. 72171048 and 72101053) and the Ministry of Education of Humanities and Social Science project of China (Grant No. 21YJCZH008).
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Information & Authors
Information
Published In
Journal of Construction Engineering and Management
Volume 150 • Issue 8 • August 2024
Copyright
© 2024 American Society of Civil Engineers.
History
Received: Sep 26, 2023
Accepted: Feb 22, 2024
Published online: May 24, 2024
Published in print: Aug 1, 2024
Discussion open until: Oct 24, 2024
ASCE Technical Topics:
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